Micromanaging and Delegating

sunandaC

New member
Team members often become dependent on managers because of micromanagement. When managers don't let team members take responsibility and ownership of tasks, then it's understandable that people come to depend on that control.

It's important to take a close look at your management style. Is it possible that you're managing your team just a bit too closely?

If you are, then cut back slowly. Start by delegating tasks that don't have to be perfect. (When you reduce your control and input, your team might be uncertain at first - that's why it's a good idea to start with low-priority or low-importance tasks or projects.)

One strategy for preventing manager dependency is to assign one task to two team members. Give them the responsibility for dividing the work. If they have questions, encourage them to discuss issues with each other first. They should come to you only if they're unable to find an answer together.
 
Micromanagement restricts the ability of micromanaged people to develop and grow, and it also limits what the micromanager's team can achieve, because everything has to go through him or her.
When a boss is reluctant to delegate, focuses on details ahead of the big picture and discourages his staff from taking the initiative, there's every chance that he's sliding towards micromanagement.
The first step in avoiding the micromanagement trap (or getting out of it once you're there) is to recognize the danger signs by talking to your staff or boss. If you're micromanaged, help your boss see there is a better way of working. And if you are a micromanager, work hard on those delegation skills and learn to trust your staff to develop and deliver.
 

shivibhanot

Par 100 posts (V.I.P)
Managers often micromanage when they fail to delegate simple tasks. Routine tasks and detail work are the first candidates for delegation. Other duties to delegate include information collection, some meeting representation and activities that will save money if done at a lower level. Employees will be motivated to tackle such tasks if they are made to understand how they will learn from, and grow into, the new duties.

It is usually not appropriate to delegate assignments given to the manager by his own superior. Unless the employee is a manager-trainee, planning and forecasting would be unlikely tasks to delegate. Employee evaluations, discipline, counseling and morale problems are other examples of confidential, complex or sensitive issues that should not be delegated.
 
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